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EFFECTS OF CANDIDATE CHARACTERISTICS ON MANAGEMENT PROMOTION DECISIONS: AN EXPERIMENTAL STUDY
12 references·16 citing·41 second hop
EFFECTS OF CANDIDATE CHARACTERISTICS ON MANAGEMENT PROMOTION DECISIONS: AN EXPERIMENTAL STUDY (1983)EFFECTS OF CANDIDATE CHARACTERISTICS ON M…The Behavior of Organizations (2003)The Behavior of OrganizationsManagement Promotions: Individual and Organizational Factors Influencing the Decision Process (1981)Management Promotions: Indivi…Capturing Rater Policies in Evaluating Candidates for Promotion (1981)Capturing Rater Policies in E…Much ado about mentors. (1979)Much ado about mentors.Men and Women of the Corporation (1978)Men and Women of the Corporat…Handbook of Industrial and Organizational Psychology. (1977)Handbook of Industrial and Or…Executive Succession in the Corporate Organization: A Current Integration (1977)Executive Succession in the C…Task complexity and contingent processing in decision making: An information search and protocol analysis (1976)Task complexity and contingen…The influence of sex-role stereotypes on evaluations of male and female supervisory behavior. (1973)The influence of sex-role ste…Managerial Behavior, Performance, and Effectiveness. (1971)Managerial Behavior, Performa…Annual review of psychology (1959)Annual review of psychologyThe Big Business Executive (1956)The Big Business ExecutiveCan employees capitalize upon their role breadth self-efficacy and innovative work behaviour to enhance their prospects of promotion? 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this work references cited by second hop

References

  • 1977Handbook of Industrial and Organizational Psychology.11,945 cited
  • 1978Men and Women of the Corporation6,352 cited
  • 1976Task complexity and contingent processing in decision making: An information search and protocol analysis1,965 cited
  • 1971Managerial Behavior, Performance, and Effectiveness.1,507 cited
  • 1959Annual review of psychology602 cited
  • 2003The Behavior of Organizations544 cited
  • 1979Much ado about mentors.445 cited
  • 1973The influence of sex-role stereotypes on evaluations of male and female supervisory behavior.241 cited
  • 1981Management Promotions: Individual and Organizational Factors Influencing the Decision Process117 cited
  • 1981Capturing Rater Policies in Evaluating Candidates for Promotion91 cited
  • 1977Executive Succession in the Corporate Organization: A Current Integration73 cited
  • 1956The Big Business Executive63 cited

Cited by

  • 1985Some Neglected Variables in Research on Discrimination in Appraisals209 cited
  • 2005Reconceptualizing Social Skills in Organizations: Exploring the Relationship between Communication Competence, Job Performance, and Supervisory Roles112 cited
  • 1993Individual, Familial, and Organizational Determinants of Career Plateau

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71 cited
  • 2010Deceptive Impression Management: Does Deception Pay in Established Workplace Relationships?59 cited
  • 2012From bias to exclusion: A multilevel emergent theory of gender segregation in organizations43 cited
  • 2012Antecedents and outcomes of employee perceptions of intra‐organizational mobility channels42 cited
  • 2011Evaluating career success of African American males: It's what you know and who you are that matters40 cited
  • 1992Candidate Age as a Factor in Promotability Ratings40 cited
  • 1984Vocational behavior and career development, 1983: A review35 cited
  • 1993Perceived intra‐organizational mobility: Reliable versus exceptional performance as means to getting ahead34 cited
  • 1997Sex Discrimination and the Affirmative Action Remedy: The Role of Sex Stereotypes33 cited
  • 2016Trust and Distrust Network Accuracy and Career Advancement in an Organization32 cited
  • 1993Moderators of Sex Bias in the Performance Appraisal Process: A Cognitive Analysis31 cited
  • 2023Can employees capitalize upon their role breadth self-efficacy and innovative work behaviour to enhance their prospects of promotion?31 cited
  • 1990Promotions and Employees' Perceived Mobility Channels: The Effects of Employee Sex, Employee Group, and Initial Placement24 cited
  • 2022When and why proactive employees get promoted: A trait activation perspective23 cited